I’m absolutely delighted that AstraZeneca has been chosen from over 250 organizations in the region, especially as there were only two pharma companies in the top 10. Business had to be recognized as outstanding employers by Best Places to Work in at least one of the countries across the region, and we were recognized in seven : Jordan, Lebanon, Iraq, Algeria, Tunisia, Morocco, and Egypt, which is an incredible result. Not only that, but AstraZeneca also ranked number one in Jordan, Lebanon, and Iraq and we’ve been certified as the Best Place to Work for millennials in Egypt, which I’m really proud of.

I think the key to our success has been our commitment to putting people first, prioritizing learning and development, and ensuring that diversity and inclusivity are at the heart of everything we do ? For me, being a company that our people are proud of is essential, whether it be due to our life-changing medicines for patients, or commitment to driving healthcare equity, or the way we champion sustainability.

The Middle East and Africa has the world’s youngest population, and our business reflects this, as 73% of our employees are millennials. I think one reason we are an attractive place to work for younger generations is our culture, which makes everyone feel empowered to speak their mind and offer ideas, no matter their age or level of seniority.

One example is our Butterflies Panel, which serves as a discussion forum for staff. Another is our Reverse Mentoring Programme, which pairs senior leaders with those starting their careers and facilitates learning from each other.

We are championing gender diversity by supporting the next generation of female leaders and addressing the barriers and challenges that may hinder their career progression. Already, 500 colleagues have enrolled in our AstraZeneca Women as leaders’ program, which helps to build the capabilities of the next generation of leaders. Currently, 44% of AstraZeneca’s MEA leadership are women, and this number is growing steadily. 

I have been with AstraZeneca for over a decade as I feel that in this organization everyone has the opportunity to unlock their potential. Moreover, our goal of transforming healthcare gives real purpose to our work and truly inspires me

Everyone at Evenbreak lives with disability, so flexibility is key. All employees are able to work the number of hours that suit them, at times which suit them. Tasks are divided by preference and strengths rather than fixed job roles. The organisation has a learning culture, so everyone is encouraged to learn new skills, whether for current or future roles, or outside of work. The business plan is co-produced with the whole team, so it is owned by them rather than imposed on them. The lived experience of disability of the team informs all decisions, whether internal or external, and means that inclusion and accessibility is built into everything from the start. As well as having a range of disabilities, the team is also diverse in other ways – race, gender, age, culture – and these differences are valued and embraced.

Recruitment is a formidable challenge across various sectors currently, exacerbated by widespread skill shortages. The key to addressing this issue lies in actively seeking out more diverse candidates and fostering an inclusive environment where they can not only succeed but thrive.

The team all work remotely from home (to enable us to attract talent from the widest geographical area, and for employees to work in an environment that works for them), so teamwork is a priority. We use technology (Teams, Zoom, etc) for team meetings, cross-team project meetings, and socially for morning coffee and afternoon tea. We look for opportunities to get together in small groups in person – this might be an awards dinner, an exhibition, an event or just a social – and ensure that everyone’s access needs in terms of travel and accommodation are met. We have ‘away days’ (usually two days with an overnight stay) for all of our people two or three times a year and engage in team building activities as well as work-based or project activities. Team members are encouraged to work across different teams on various projects. Team members may lead ‘lunch and learn’ sessions on things they have learned about. Business planning is an annual event which involves all team members.

The Best Places to Work certification was a fantastic opportunity for us to receive anonymous feedback from team members about their experiences of working for Evenbreak. This could have been daunting, but we are always open to suggestions for improvement. As we have an open culture at Evenbreak, people tend to feel safe to air their views openly, so the certification process brought no nasty shocks with it. However, it was great to have confirmation that our efforts to include and engage the team appear to be working.

Anyone considering the certification process should encourage their staff to be open and honest in their feedback. The more honest the feedback, the more opportunities there are to improve. And just going through the certification process demonstrates a desire to engage with employees and make the workplace as inclusive and open as it can be.

At Egen, we are one team. We know that when people feel seen, they show up differently. This philosophy drives our people-first culture of empathy, inclusion, and growth. Our commitment is validated by our people: 93% agree our HR policy is communicated effectively and strengthens our culture.

A cornerstone of this mission is our India People Council. This platform empowers our Egeneers to voice ideas, bridges communication gaps for our remote workforce, and drives career advancement.

We live diversity through Employee Resource Groups (ERGs) that foster genuine belonging. Currently, 93% of our people agree that individual differences — such as gender, ethnicity, or age — do not affect how they are treated. Through “deep listening” and targeted initiatives like unconscious bias awareness and self-reflection sessions for women, we make inclusion personal and practical. We also prioritize total well-being through wellness webinars and mandated breaks, resulting in 94% of our people affirming equal growth opportunities between women and men.

What makes Egen, Egen?

We invest significantly in continuous learning and professional growth. Our commitment ensures 100% of people are entitled to receive training, a priority reflected in our high participation rate of over 85% engagement with learning campaigns. We move beyond standard offerings by personalizing learning plans for individuals in different groups, ensuring development is targeted and relevant. Our programs are structured around Learning plans that categorize development into essential tech skills—spanning cloud, data, platforms, and AI technologies—and critical life skills. Our people have access to earn certification programs and technical training, enabling our teams to deepen their expertise while staying ahead of industry advancements.

The technology industry continues to evolve rapidly, creating both exciting opportunities and complex workforce challenges. One of the most significant challenges is attracting and retaining highly skilled AI and engineering talent in an increasingly competitive global environment.

Another key challenge is ensuring that people continuously evolve their skills as new technologies emerge. With rapid advancements in AI, cloud platforms, and data engineering. Organizations must build strong learning ecosystems that help professionals stay relevant and innovative. To address this turbulence, organizations must be proactive in resource preparedness to safeguard people's interests and maintain stability.

At the same time, maintaining a strong culture of collaboration and belonging in hybrid and distributed work environments requires thoughtful leadership and intentional engagement.

At Egen, collaboration and a sense of belonging are central to our “one-team" culture. We foster these values through several key initiatives, beginning with the India People Council. As a cornerstone of our engagement strategy, this platform is designed to empower people to voice ideas and concerns, effectively and bridge communication gaps and ensuring that everyone—particularly those in remote roles—feels heard and connected.

We also believe in bringing people together through shared experiences that go beyond their day-to-day work. Throughout the year, we organize cultural celebrations, engagement activities, and friendly sports tournaments. These events, alongside regular team meetups, encourage meaningful interaction across different teams and locations, building a stronger social fabric within the company.

Shared growth remains a top priority, which is why we host frequent learning sessions where people share knowledge and build new skills together. Furthermore, our CSR initiatives—including environmental clean-ups and community volunteering—allow our team members to collaborate while contributing to meaningful social causes, reinforcing our collective impact on society.

To make inclusion a personal and lived experience, we facilitate “Self-Reflection & Self-Awareness" sessions for our people and conduct awareness programs on unconscious bias. These efforts ensure that every individual feels valued and included, providing a supportive environment that is further rounded out by our comprehensive wellness initiatives designed to support our team's holistic well-being.

Egen is proud to be recognized among the Best Places to Work in India for 2025! We are thrilled to rank #2 in Top Workplaces India 2025 and #3 in Top Workplaces APAC 2025, achieving an overall employee experience score of 86%.

This recognition is a powerful testament to the culture we have built together at Egen.

Certification is an opportunity for honest reflection. The most valuable insights come from truly listening to your people. By placing people at the center of your strategy—investing in development, inclusion, and transparency—you create an environment where everyone can succeed together.

At FRIME, engagement is cultivated through everyday actions. We encourage open dialogue and transparency, ensuring employees are informed, involved, and confident in their roles.

We place strong importance on development by offering ongoing training opportunities that help employees strengthen their capabilities and advance professionally.

Supporting our people also means caring for their wellbeing. That’s why we provide access to health and wellbeing consultations for employees and their immediate families, helping them maintain a healthy balance between work and personal life.

Our internship program also plays a strategic role in bringing in new talent, offering young professionals hands-on experience and a pathway to long-term careers within FRIME.

The seafood and food processing sector presents ongoing HR challenges, particularly when it comes to attracting and retaining talent in operational environments. Competition for skilled workers and evolving workforce expectations require organizations to remain agile and proactive.

Another key challenge lies in maintaining high levels of engagement across diverse teams, while ensuring a unified and cohesive culture.

At FRIME, we respond to these challenges by focusing on people-driven strategies that prioritize development, inclusion, and employee satisfaction.

At FRIME, collaboration is essential to how we operate. We actively encourage employees to work together, share knowledge, and build strong professional relationships.

Our approach includes:

• Cross-functional initiatives that bring teams together
• Team-building activities that reinforce collaboration and trust
• Company-wide actions that align employees around shared objectives
• Recognition and social initiatives that highlight achievements and strengthen connections

These initiatives contribute to a workplace where teamwork thrives and employees feel part of a supportive and connected community.

Achieving the Best Place to Work certification for three consecutive years is a testament to FRIME’s ongoing commitment to its people.

This experience has provided valuable insights into employee perspectives, helping us better understand what drives engagement and satisfaction. It has also enabled us to continuously refine our approach and strengthen our workplace culture.

For FRIME, this recognition is both an achievement and a reminder to keep progressing and innovating in how we support our employees.

Organizations considering this journey should approach it with honesty and a true willingness to listen.

Understanding employee feedback and turning it into meaningful action is key to building trust and long-term engagement.

Creating a great workplace is not about reaching a fixed goal—it is about continuously evolving and ensuring that people remain at the center of the organization.

At ECC Group, we see employee engagement as a continuous journey rather than a one-time initiative. We actively promote open communication, transparency, and trust, ensuring that employees feel comfortable sharing ideas, feedback, and perspectives.

Our People & Culture department plays a central role in creating programs and initiatives that support employee empowerment, collaboration, and wellbeing. We believe that when employees feel supported both professionally and personally, they are more motivated, creative, and committed to organizational success.

We also focus on creating a workplace where employees have opportunities to grow, take ownership, and develop their capabilities. At the same time, we prioritize employee wellness through initiatives that encourage healthy lifestyles, team bonding, and a balanced work environment.

Ultimately, our goal is to create a culture where people feel connected to the organization’s purpose, supported in their development, and proud to be part of ECC Group.

Like many organizations operating in fast-evolving industries, one of the most pressing HR challenges we face is attracting and retaining highly skilled talent, particularly in specialized commercial, marketing, scientific, and digital roles.

At the same time, the pace of regulatory developments and market changes requires organizations to continuously invest in skills development, agile workforce planning, and leadership capability building.

Another important challenge is maintaining high employee engagement and wellbeing in performance-driven environments. As organizations grow and evolve, it becomes essential to ensure that employees feel supported, have clear career pathways, and experience a healthy balance between performance expectations and personal wellbeing.

At ECC Group, we address these challenges through a people-centered approach that combines development, engagement, and wellbeing initiatives while fostering strong leadership and organizational culture.

At ECC Group, we strongly believe that building strong teams requires creating opportunities for employees to connect beyond their daily responsibilities.

Some of our recent initiatives include:

2025

• Highest Steps Challenge
• Christmas Celebration
• Hatrick Champions Initiative
• Corporate Massages and wellness sessions

2026

• Step-Up n Go’ 2026 Challenge
• Kickoora football tournament

Our journey with the Best Places to Work certification has been an extremely valuable experience for ECC Group. It gave us the opportunity to listen more closely to our employees and gain deeper insights into their expectations, experiences, and engagement levels.

The certification process provided meaningful data-driven insights into our workplace culture, leadership effectiveness, and employee satisfaction. It helped us identify what we are doing well while also guiding us toward areas where we can further enhance the employee experience.

For us, this journey reaffirmed that building a great workplace is not about a single recognition, but about a continuous commitment to improvement, employee wellbeing, and a strong people-first culture.

My advice to organizations considering the Best Places to Work certification is to approach the process with authenticity and openness.

This journey should be seen as an opportunity to genuinely listen to employees and understand what truly matters to them. Organizations that succeed are those that translate employee feedback into concrete actions and long-term cultural improvements.

Ultimately, the most important factor is to embed people-centric values into everyday leadership and organizational practices. When organizations invest sincerely in their people, they naturally build workplaces where employees feel engaged, supported, and motivated to succeed.

The goal of achieving the Best Places to Work certification was set a number of years ago as part of a wider strategic program of work aimed at re-establishing Motor Distributors Limited as a multi brand distributor in the Irish motor industry. It was on that journey that we learned that an engaged employee isn’t just someone who is happy at work. They need to have a deeper sense of purpose and they need to understand why their individual contribution matters and why they come to work every day. Staff need to be connected to the brands that they represent.

We developed an understanding of how our leaders interacted with and were seen within the business and from that information, we set about making the shift from a management mindset to a mentorship mindset. We asked our Leaders to provide the what and the why, and then give our employees the autonomy to decide how best to do their jobs.

We set about immediately improving how we communicate with the business, we naturally invested in technology to help support that aim but we found that open, transparent and fearless communication was really what our staff wanted and we now host regular "Ask Me Anything" (AMA) sessions and town hall forums with all of the senior leadership team to ensure that information flows freely and that every employee knows and understands the business.

Finally, we saw that real and lasting engagement is fuelled by progress and achievement whether that’s personal or professional. We significantly expanded our internal learning and development offering and we engaged with every employee about their development needs. We now offer and support personal and professional development paths, ensuring every team member sees a future for themselves with MDL.

At the end of 2025, we had seen a significant increase in the number of employees being successful in promotion opportunities, we have seen a 64% reduction in voluntary turnover and employee referrals are now a consistent source of candidates seeking to work with us.

When your staff are telling their friends and family that this is a good place to work, then you know you are on the right path.

There are obviously a lot of challenges in the modern HR space, but for me the two most pressing challenges are:

Finding and retaining talent: As our business and indeed the wider industry evolves, the need for specialised and industry-specific skills is higher than ever. Because the talent pipeline is shrinking, we are exploring how we shift our traditional focus of hiring for skills to hiring for cultural fit and attitude. We can then rely on our internal training structure and succession planning programs to bridge that gap.

Holistic Wellbeing: Moving to address the mental and emotional health of your workforce should be a major priority in an increasingly stressful landscape. At a recent wellbeing talk, we got some feedback from staff saying that while gym sessions, runs and yoga are great, not everyone is comfortable or capable of doing them and some people have challenges that go beyond physical fitness. The message was clear - employees' expectations of the workplace are changing. The area of mental health is a real and growing challenge that we are seeing and the positive in that message is that we have created an environment where staff feel safer speaking out and saying “I’m not Ok”

Do it and don’t be fearful of the feedback. I have always operated on the belief that if you care, then you will be curious. If you ask people for their views and opinions then it’s important that you do something with that information. If you invest your time creating the environment where staff feel safe to tell you what its like for them then that is invaluable information to have. My reflections on the Best Places to Work journey would be:

• Listen Before You Act: Don't wait for the certification survey to ask your employees how they feel. Start the conversation now so that the certification when it hopefully comes, becomes a celebration of your progress, not a discovery of your problems.
• Be Vulnerable: If the survey results show areas of improvement, share them with the staff. Showing that you are aware of and willing to work on the low scores builds more trust.
• Focus on your staff, not on the award: Certification is the output of a strong culture, not the cause of it. If you focus on making your employees, feel valued, safe, and challenged then the rewards and awards will follow.

Engagement at Nevvon is rooted in trust, transparency, and ownership. As a distributed organization, we are intentional about creating clear operating rhythms and open channels for communication. We rely heavily on collaborative tools like Slack – not just for execution – but for dialogue, idea-sharing, and connection across teams.

We hold a weekly, company-wide meeting that serves as an open forum for sharing updates, surfacing questions, and reinforcing alignment around priorities. Leadership encourages participation at every level, and employees are empowered within their respective
departments to identify opportunities for improvement, propose solutions, and make meaningful contributions that shape how we work.

Our leadership culture is built on the belief that people do their best work when they understand the “why,” feel heard, and are trusted to act. That philosophy shows up in how we manage, how we collaborate, and how we grow together.

One of the most significant challenges we face, as both a company and an industry, is identifying and attracting the right talent. At Nevvon, the ideal candidate sits at the intersection of technical skill and genuine passion for caregiving and healthcare impact. Finding that balance requires thoughtful recruitment and a clear articulation of purpose.

Operating as a fully remote organization also presents challenges. Without daily in-person interaction, building connection and shared identity requires creativity and consistency. We’ve learned that engagement doesn’t happen by accident; it must be designed, supported, and revisited as the company evolves.

We’re proud of how we’ve addressed these challenges by investing in culture, communication, and leadership practices that keep our team connected and aligned, even across time zones and continents.

We place a strong emphasis on creating opportunities for connection that are both meaningful and enjoyable. These include virtual office yoga and movement breaks, themed mixer events with structured activities and breakout rooms, and special events and remote office parties designed to bring the team together in unexpected ways.

We also foster informal connection through Slack-based interest groups – from sports fans to food enthusiasts – as well as office pools, birthday celebrations, and public recognition on our #celebrations channel. Job shadowing opportunities allow employees to better understand how different teams operate, strengthening cross-functional empathy and collaboration.

When possible, we also support periodic in-person gatherings for team members who live in close proximity, most often in Toronto and New York City. While small in scale, these moments reinforce the relationships that make our remote culture work.

As Nevvon has grown – from a small founding team to 50 employees and now to nearly 100 – our leadership team has remained deeply committed to hiring thoughtfully and intentionally. The core of Nevvon’s success lies in its people: hardworking, high-integrity individuals whose values align closely with the ambition and dedication of our founders, CEO James Cohen and COO Tal Arad.

The Best Places to Work certification was both validating and affirming. It reflected what we strive to build every day: an environment where people feel trusted, challenged, supported, and connected to a mission that matters.

Our advice centers on two things: creativity and culture.

First, creativity – especially for remote organizations. Engagement doesn’t have to be complicated, but it does have to be intentional. Finding ways to connect people that are authentic, inclusive, and fun goes a long way in building trust and morale.

Second, a culture grounded in self-reflection and accountability. At Nevvon, we don’t cling to the status quo simply because it’s comfortable. We regularly examine how well we are living our values and where we can improve. That commitment to continuous growth – paired with clear ownership – has been essential to our success.

When creativity and accountability work together, culture becomes something that evolves naturally rather than something that needs to be enforced.

At Concentrix Egypt, engaging and empowering our people is at the core of our mission.

We create a workplace environment that values communication, development, and recognition. This starts with fostering open communication channels, ensuring that our Gamechangers feel heard and valued.

Our diverse training programs are tailored to enhance our team's skills and support their continuous growth, underscoring our commitment to professional development, and cultivating an atmosphere where every idea and contribution is highly prized and rewarded.

We also offer a comprehensive benefits package, that includes healthcare and promotes wellness through free mental health programs. In addition, we provide hybrid work schedules and flexible working hours that promote a healthy work-life balance.

By implementing these strategies, we cultivate a motivated, engaged, and productive workforce.

Concentrix Egypt enhances its organizational culture through various initiatives, including culture workshops, team-building activities, and Engagement & Recognition events, alongside ESG efforts. We strive to make a positive impact on our local communities by actively engaging in environmental sustainability, social equity, and ethical governance initiatives.

Our sustainability programs aim to reduce our carbon footprint, demonstrated by planting 140,000 fruit-bearing trees in the past year, and promoting environmental conservation. We are committed to social causes, supporting community development projects and partnering with local organizations for positive change.

Concentrix Egypt encourages Gamechangers to contribute to charity activities by providing paid volunteer time.

Furthermore, we are dedicated to celebrating the rich variety of cultures and traditions that our team brings to the table. By actively engaging in diverse occasions such as Ramadan, Christmas, International Women’s Day and other global observances, we not only honor these significant events but also reinforce our dedication to inclusivity and employee engagement.

The "Best Places to Work" certification highlights Concentrix Egypt's commitment to cultivating an exceptional workplace, which enhances morale and instills pride among our Gamechangers.

Organizations considering the Best Places to Work certification should treat it as a strategic opportunity to strengthen workplace culture, not just a badge of honor. Start by gathering authentic employee feedback and acting on it to implement meaningful improvements. Maintain transparency throughout the process to build trust and engage all levels of the team to foster inclusivity and collaboration. This approach ensures the certification reflects genuine progress and long-term commitment.

We focus on open communication, recognizing achievements, provide growth opportunities, encourage feedback, and foster a positive work culture.

1. Skill Shortage A critical issue facing the maritime industry today is the Skill Shortage.
2. Manning Costs The second major challenge in maritime recruitment is the rising Manning Costs, and the remote area it the challenges.

Initially, we conducted comprehensive employee surveys to gather feedback on various aspects of workplace culture, benefits, and overall satisfaction. This feedback was critical in identifying strengths and areas for development. Throughout the journey, we implemented several initiatives aimed at enhancing employee engagement and well-being. This included mentorship programs, flexible work arrangements, and wellness resources, all designed to foster a supportive work environment. The process also encouraged open communication, allowing employees to voice their opinions, leading to a greater sense of involvement in the organization’s mission. This transparency helped build trust and demonstrated our commitment to continuous improvement.

To implement the Best Places to Work certification successfully, start by securing leadership support and conducting pre-assessment surveys to identify improvement areas. Encourage open, anonymous feedback and maintain transparent communication throughout the process. Focus on the full employee experience, involve employees in creating solutions, and implement targeted initiatives based on survey results. Regularly monitor progress, celebrate milestones, and treat the certification journey as an ongoing commitment to enhancing workplace culture and employee engagement.

At BinDawood Holding, we don’t just operate supermarkets, we shape the everyday lives of millions across Saudi Arabia. From the aisles of our flagship brands BinDawood and Danube to the seamless experience of a pharmacy inside a hypermarket, we’ve built a retail legacy rooted in trust, innovation, and people-first values.

With a rapidly growing footprint in groceries, retail pharmacy, e-commerce, and influencer marketing, our story is one of transformation and bold vision. Our brands — from the accessible BinDawood to the premium Danube, the innovative Dash express stores, and the influential global reach of Ykone, serve a single purpose: enriching the customer journey through quality, convenience, and care.

Being a best place to work beHow does BinDawood Holding prioritize employee engagement and development?gins with listening. At BDH, employee engagement isn’t an initiative — it’s embedded in how we lead. Whether through open-door forums, leadership roundtables, or cross-functional taskforces, we create space for every voice to be heard. Development isn’t limited to training sessions — it’s in mentorship, rotational roles, and the freedom to lead.

The retail sector is undergoing seismic shifts. At BDH, we view challenges as opportunities to evolve. From high employee turnover to adapting to rapid digital transformation, we invest in reskilling, retaining top talent, and embedding technology into our DNA. Achieving Saudization targets while maintaining operational excellence is not just a requirement — it’s a strategic priority.

Our teamwork philosophy goes beyond the traditional. We design initiatives that unify — from interdepartmental innovation challenges to social impact campaigns, employees collaborate not just to meet KPIs but to make a difference. These moments build trust, spark creativity, and reinforce our culture of purpose.

Our certification as one of the Best Places to Work is more than an award — it’s a mirror. It reflects our strengths and exposes areas where we must grow. The process deepened our awareness, sharpened our focus, and reaffirmed a truth we’ve always believed: a great company is built by its people.

Start with your people. Make feedback a habit, not an event. Embed transparency at every level and involve leadership in living the culture, not just speaking about it. Take action on what you learn — then repeat, consistently. Great workplaces are not built overnight; they are nurtured daily.

At BDH, our journey continues. And every step forward is guided by a simple belief — when you invest in people, excellence follows.